`
ITEM NO.
REPORT OF THE LEADER
TO THE CABINET
ON TUESDAY 14th March, 2006
TITLE : QUARTERLY PERFORMANCE OVERVIEW- Analysis of the Council’s Best Value, Local and CPA
Performance Indicators contained within the 2005/06 Best Value Performance Plan based on data for the 3rd
quarter of 2005/06.
RECOMMENDATIONS :
(1) That consideration be given to the Council’s performance against the Best Value, Local and CPA
Performance Indicators based on data for the 3rd quarter of 2005/06; and that detailed consideration of
performance take place at the individual meetings to be held between the Chief Executive, Leader and
Deputy Leader and the respective Director and Lead Member.
(2) That the action to be taken to improve service performance arising from the 2nd quarter, 2005/06 round of
QPE meetings be noted.
EXECUTIVE SUMMARY :
This report (a) provides a brief analysis of the Council’s performance in respect of the Best Value, Local and CPA
Performance Indicators contained in the 2005/06 Best Value Performance Plan as at the 3rd quarter of 2005/06
and (b) refers to the key issues raised in the 2nd quarter 2005/06 round of Quarterly Performance Evaluation
(QPE) meetings held with each Director and Lead Member.
BACKGROUND DOCUMENTS :
(Available for public inspection Directorate Comparator Action Plans – 3rd Quarter,
2005/06
QPE Agenda and Minutes – 2nd quarter, 2004/05
ASSESSMENT OF RISK: Not applicable
SOURCE OF FUNDING: Any additional funding to bring about performance improvements is being met from
Directorate budgets.
COMMENTS OF THE STRATEGIC DIRECTOR OF CUSTOMER AND SUPPORT SERVICES (or his
representative):
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1. LEGAL IMPLICATIONS
Provided by : None
2. FINANCIAL IMPLICATIONS
Provided by : None
PROPERTY (if applicable): Not applicable
HUMAN RESOURCES (if applicable): Not applicable
CONTACT OFFICER : Neil Watts 0161 793 3446
WARD(S) TO WHICH REPORT RELATE(S): All wards
KEY COUNCIL POLICIES: Best value and Performance management
INTRODUCTION OF ‘NEW’ DIRECTORATES
1. With the introduction of the ‘new’ Children’s Services and Community, Health and Social Care Directorates as from
1st September, 2005, this quarterly report has now been amended to take into account the new responsibilities of the
two Directorates.
PIs relating to children, which were previously within the former Community and Social Services Directorate are now
assigned to the Children’s Services Directorate and Leisure/Culture PIs, which were previously within the former
Education and Leisure Directorate are now assigned to the Community, Health and Social Care Directorate.
However, it should be noted that responsibility for the Children’s and Leisure/Culture PIs is being retained within the
‘former’ directorates for 2005/06, with PI production/reporting being undertaken by the ‘new’ directorates with effect
from 2006/07.
(A) ANALYSIS OF PERFORMANCE
2. This report provides members with an overview of the Council’s performance based on data for the 3rd quarter
of 2005/06 (October to December, 2005) compared with the performance in the 2nd quarter of 2005/06 (July to
September, 2005).
3. Within the 2005/06 Best Value set of PIs specified by the Government, there are151 individual indicators.
(This includes indicators which are referred to by the Government as one indicator but which are in fact, divided
into a number of sub-PIs such as those relating to Road Traffic Accidents). The Council also set itself 42 local
PIs to be monitored for 2005/06.
4. Of those 193 LPIs / BVPIs, there are 110 for which performance can be presented at this stage for the
3rd quarter of 2005/06.
SUMMARY OF PERFORMANCE
5. The following table provides a brief summary of performance in the 3rd quarter of 2005/06 compared with
performance in the 2nd quarter, 2005/06.
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Quarter
No. of PI’s
Improving
No. of PIs for
which
performance
has fallen
No. of
PIs static
No. of PIs
on Target
No. of PIs
below
target
No. of PIs
in the
Upper 2
quartiles
No. of PIs
in the lower
2 quartiles
3rd Quarter
2005/06
56
(50.91%)
37
(33.64%)
17
(15.45%)
54
(52.94%)
48
(47.05%)
33
(60%)
22
(40%)
2nd Quarter
2005/06
51
(45.94%)
48
(43.24%)
11
(9.90%)
56
(55.44%)
45
(44.55%)
23
(54.76%)
19
(45.23%)
6. Performance Compared with Previous Quarter
The greater proportion of PIs are improving (50.91%) and the overall direction of travel appears favourable
when compared with the 2nd quarter of 2005/06, when 45.94% of PIs were improving.
7. Performance Against Targets
52.94% of the PIs are on target in the 3rd quarter, 2005/06, compared with 55.44% of PIs on target in the 2nd
quarter, 2005/06.
For the 2005/06 BVPP, and in accordance with Audit Commission recommendation, many of the PI targets
have been set at a more realistic level. It is anticipated that a greater proportion of targets will be achieved
by year end.
8. Performance Against Quartiles
The direction of travel in respect of performance against the quartiles is favourable in that 60% of the PIs for
the 3rd quarter 2005/06 are in the upper 2 quartiles compared with 54.76% in the 2nd quarter 2005/06. The
quartile comparison is made with the 2003/04 Audit Commission data. 2004/05 quartile data has now been
received and will be used in the next quarterly report at year end.
9. PIs For Which Performance has fallen
There are 37 Pls for which performance has fallen from Quarter 2, 2005/06 to Quarter 3, 2005/06.
It is important however, to establish the severity of the fall in performance of these PIs. Although a fall in
performance may have occurred, this is not necessarily a cause for concern as many of the PIs have shown
only a minor ‘dip’ in performance with the causes of this being clear. Table 1 does however provide details
of the key service areas where it is acknowledged that performance may need to be addressed. Comments
from Directors are included in the table against the respective PIs.
(B) KEY ISSUES ARISING FROM QPE MEETINGS
10. Table 2 attached provides details of the key issues arising from the meetings held for the 2nd quarter, 2005/06
and of the action to be taken by Directors to improve performance.
11. Table 2 is submitted for information. Directors are reporting back to their respective QPE meeting in respect
of the action points listed in Table 2.
(C) PERFORMANCE AGAINST CPA DATA
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12. Table 3 attached provides details of the performance data within the CPA service blocks (Culture, Housing &
Environment) which is at (or just above) the lower threshold. The table also provides details (where
available) of the position as regards the performance measure as at the 3rd quarter, 2005/06 in order to
determine whether action needs to be taken to improve in respect of specific performance measures.
13. It is stressed that table 3 contains only those PIs which are at (or just above) the lower threshold. Monitoring
will be undertaken of all the performance measures within the CPA service blocks. Any performance measure
which deteriorates to a level at or just above the lower threshold will then be brought within the table for
remedial action to be consider.
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TABLE 1
BVPI/LPI
No.
Directorate
Q2, 2005/06
performance
Q3, 2005/06
performance
Degree of
variance
Comments
BVP 128
Higher/lower PI title
figure
preferable
Vehicle crimes per 1000 population
Lower
Chief Executive
21.29
23.54
10.56%
LPI 24
Lower
The % of streetlights not working
Housing and
Planning
0.41
0.77
87.8%
BVPI
215a
Lower
Average number of days taken to
repair a street lighting fault
Housing and
Planning
6.02 days
15 days
149.16%
LPI 28
Lower
The % variation in outstanding debt
greater than 30 days old.
Customer and
Support Services
-22.4%
-4.3%
411.62%
BVPI
183b
Lower
The average length of stay in hostel
accommodation of households
which include children or a pregnant
woman
Housing and
Planning
6 weeks
8 weeks
33.33%
The partnership has provided funding in
the Trinity area for the imposition of
parking restrictions. This will harmonise
with the CCTV project being undertaken
by the Chapel Street Group. This work
is scheduled to be complete by June,
2006.
Although there has been a fall in
performance from Quarter 2 to Quarter
3, this performance is still top quartile
and is above the end of year 2004/05
performance.
This is a new indicator from April 2005.
Monitoring systems are still being
developed, so results maybe somewhat
volatile until a robust methodology is
established.
Debt for the 3rd quarter involved a
number of debts which could not be
closed until January 2006 (outside the
period). There are still very high value
accounts that are currently being
pursued and hopefully settled by year
end.
Although performance has deteriorated
from Quarter 2 to Quarter 3,
performance is still on target.
TABLE 1
BVPI/LPI
No.
Higher/lower PI title
figure
preferable
Lower
Average time taken to re-let council
dwellings
Directorate
Q2, 2005/06
performance
Q3, 2005/06
performance
Degree of
variance
Comments
Housing and
Planning
47.54 days
59 days
24.1%
Performance has been affected by the
review of category B, C, AR and AX
voids as they have been included. In
addition, a number of long-term
sheltered scheme voids have been
brought back into use and will continue
to affect this indicator in future months.
High refusal rates also affect
performance.
Much action is being taken to improve
including improved use of management
reports, earlier accompanied viewings,
introduction of a ‘Support Identification
Matrix’ and a review of the Allocations
Policy and all related procedures to
reduce refusal rates.
LPI 98
Higher
The number of business support
enquiries for advice and information
p.a.
Chief Executive
178
110
61.81%
Partly cyclical due to the imminence of
the Christmas holiday period. Also due
to reduction in staffing and the tailoring
off of grant funding.
LPI 97
Higher
The number of new business startups supported in the local area
Chief Executive
47
31
51.61%
Cyclical reduction due to the imminence
of the Christmas holiday period.
BVPI 212
TABLE 2
Key Issues arising from QPE meetings 2nd Quarter 2005/06
QPE MEETING
Environment, 20th
October 2005
KEY ISSUES RAISED
ACTION TO BE TAKEN BY DIRECTOR
RESPONSIBLE
DIRECTOR(s)

Concern about devolving Neighbourhood
Management to estate level and the
delegation of mainstream service budgets
to Neighbourhood management Teams

This is to be considered further and
reported back to the Leader
Councillor Lea
Dave Tinker
Mark Reeves
Dave Robinson

Developing the workforce

A report is to be produced from each
Directorate on developing the workforce
Dave Tinker
Mark Reeves

Clarification of Street Scene Management

The Leader is to arrange with appropriate
officers and members
The Leader

No development with the use of day release
prisoners/probationers in Environmental
maintenance

The Chief Executive is to progress with this
Chief Executive

Recycling BVPI will not now be a ‘killer’ PI
in the CPA Environment Block but still a key
determinant.

Update at next meeting
Peter Chew

Resource needs

This will be reported on at Cabinet
Councillor Lea

Consideration was given to the role of the
Trading Standards Officer

A report as requested on this and other
case history examples to highlight the
benefits of the service
RP

Nutritional standards in schools

The Swinton High initiative is to be pushed
as a system of good practice
JF/NJP

The Tracker Report, in relation to street
cleansing performance, was considered.

Further consideration of this system in
future meetings.
Dave Robinson
QPE MEETING
KEY ISSUES RAISED
‘Ask the Lead Member’ a regular item to be
featured in the Salford Advertiser
Satisfaction with Councillor enquiries
(NPHL)


Benefits system/NPHL performance on
rents


Housing and Planning,
7th November 2005
Community Safety,
18th November 2005
ACTION TO BE TAKEN BY DIRECTOR
RESPONSIBLE
DIRECTOR(s)
This needs to be managed and evaluated
very carefully.
Quarterly survey is to be undertaken
Bruce Jassi

NPHL and Salford Direct to investigate
system regarding rental calculations and
the impact on performance
Colin Mayhead
Long term voids

NPHL to investigate guidelines for
calculating lengths of voids
Colin Mayhead

Directorate targets for corporate BVPIs

Directorates should set targets against
corporate BVPIs
Graham Oldfield

Diversity

Research BME job applicants to ensure
that diversity policies are being correctly
applied
Kathryn Evans

Speed camera signage

Investigate scope for additional signage as
members feel that these have a positive
effect on reducing traffic speeds
Steven Lee/Andy
Devine

Member training and assessment

Progress
Chris Findley/Mike
Bleese

Heritage workplan

Progress
Chris Findley

Chat Moss and possible airport expansion

Is there a potential conflict?
Chris Findley


Disabled facilities at pedestrian crossings
Post of the Anti-Social Behaviour Manager


Investigate scope for improving this BVPI
The advert for this will go out in due course
Steven Lee
The Head of
Community Safety


Colin Mayhead
QPE MEETING
KEY ISSUES RAISED
ACTION TO BE TAKEN BY DIRECTOR
RESPONSIBLE
DIRECTOR(s)

Alleygating Policy

This is still to be resolved
Deputy Director of
Customer and Support
Services

PCSO’s

Needs to be discussed further at local and
GMPA level
The Head of
Community Safety

Security at the Watersports Centre

Progress on action will be monitored by
Leisure Services
The Head of
Community Safety

Youth provision

Councillors Merry and Lancaster are to
provide feedback on the report and
recommend action to be taken next.
The Head of
Community Safety


BVPIs 174/175
These BVPIs have now been transferred to
Human Resources

Violent crime

SCCF funding

Definition of ‘Business Crime’

BVPI 11a

BVPI 12





A member of GMPA is to attend the next
meeting of the tactical groups
This issue is to be included on the agenda
for Leader’s Briefing
Working with Stuart Kitchen in Economic
Development on this
Need to ensure that this will be compliant
with equal opportunities
A robust sickness management system is
now in place
The Head of Human
Resources
The Head of
Community Safety
The Head of
Community Safety
The Head of
Community Safety
The Head of
Community Safety
The Head of
Community Safety
QPE MEETING
Customer and Support
Services, 21st
November 2005
KEY ISSUES RAISED
ACTION TO BE TAKEN BY DIRECTOR
RESPONSIBLE
DIRECTOR(s)
The Head of
Community Safety

LPSA targets

Circulate details of the web-site where data
is available to members

Thefts from vehicles have increased

Consideration is being given to writing to all
registered owners informing them of the
need to take crime prevention methods


This will continue to be closely monitored

Common assaults on the general public and
the police – increased by 20%
BBC relocation

Councillor Merry wants to see any
proposals made before the end of the week
Strategic Director of
Customer and Support
Services

BVPI 9

What is the planned recovery process?
Additional resources are to be used,
ensure report recommendations are being
followed.
Martin Vickers

BVPI 179 – will this PI be upper threshold
for CPA?

Will be upper threshold if averages are
used that are similar to family averages.
Strategic Director of
Customer and Support
Services

LPIs 27a/b

These PIs are to be monitored closely in
the future
Martin Vickers

BVPI 2a – the council needs to be made
aware of community activities

This will be raised at Diversity meetings
The Head of Human
Resources

BVPI 11a

Trends in performance within the last 3
years are to be made available
The Head of Human
Resources
The Head of
Community Safety
The Head of
Community Safety
QPE MEETING
Children’s Services,
8th December 2005
KEY ISSUES RAISED
ACTION TO BE TAKEN BY DIRECTOR
RESPONSIBLE
DIRECTOR(s)

BVPI 11c

Look to see if information is rigorous as it
should be
The Head of Human
Resources

BVPI 12

The Strategic Director of Customer and
Support Services is to analyse the age
bands for sickness
The Head of Human
Resources

BVPI 16a

Look at trend information for Manchester
as a whole
The Head of Human
Resources

BVPI 17a

Look at the way the information is split
The Head of Human
Resources

‘Think Customer’

The Strategic Director of Customer and
Support Services and Martin Vickers are to
meet with Councillors Merry and Lancaster
to discuss this.
Strategic Director of
Customer and Support
Services and Martin
Vickers

The Strategic Director of Customer and
Support Services is concerned that people
start the leadership development training
programme and do not finish it

Look at the political interface with this
programme and maybe include it as a
module
The Head of Human
Resources

Recruitment open day

Need to analyse the number of minority
ethnic population who attended this day
The Head of Human
Resources
No key issues were raised
PERFORMANCE AGAINST CPA DATA
TABLE 3
This table identifies;

Those PIs which fall at or below the lower threshold in CPA 2005; and
Those PIs that are showing a deteriorating performance as at the 3rd Quarter of 2005/06, where information is
available
Service ref
Ref
(1)
CULTURE
C9
PI title
(2)
BVPI
119e
Lower
threshold
(3)
Resident
satisfaction
with
parks/open
spaces
Upper
threshold
(4)
66%
2004/05
performance
(5)
77%
CPA PI
Score
Dec
2005
(6)
(7)
63% +/- 2.72
Lower
2005/06 Q3
performance
Action/comments
(8)
3 yearly
survey. Next
survey
September,
2006
This PI is part of the 3 yearly
statutory survey. This survey
is due to be repeated late
2006, and should be available
for CPA 2007. Therefore
nothing can be done to
improve the score in 2006,
although much is being done
to improve parks and open
spaces, and public
perception, which should be
reflected in the next survey.
Service ref
Ref
(1)
HOUSING
H1
H13
PI title
(2)
Lower
threshold
(3)
Upper
threshold
(4)
2004/05
performance
(5)
(6)
CPA PI
Score
Dec
2005
2005/06 Q3
performance
(7)
Action/comments
(8)
BVPI
184a
The
proportion of
non-decent
LA homes
53%
21%
65%
Lower
Annual
The target for 2005/06 is
60%. This still positions
Salford below the lower
threshold. Salford is at a
major disadvantage with this
PI as we are an ALMO
without funding and therefore
we will not achieve the targets
until we are funded. Funding
is subject to a successful
inspection and this is not due
until September 2007 at the
earliest.
BVPI
75a
Satisfaction
with
opportunities
to participate
68.2%
77.5%
45%
Lower
3 yearly
survey. Next
survey
September,
2006
The figures for this were
taken from the 2004/05
Status Survey. This is a 3
yearly survey. However New
Prospect has now decided to
do this annually and may with
A/C agreement be able to use
Service ref
Ref
(1)
PI title
(2)
Lower
threshold
(3)
Upper
threshold
(4)
2004/05
performance
(5)
(6)
CPA PI
Score
Dec
2005
2005/06 Q3
performance
(7)
Action/comments
(8)
H18
HSSA
sectio
ns A5
& A6
The % of
total private
sector
homes
vacant for
more than 6
months
1.14%
(North West)
0% (North
west)
4.78%
Lower
Annual
H6
BVPI
66a
Rent
collection
and arrears
96.18%
98.2%
96.42%
Mediu
m
95.76%
the annual figures. These are
showing improvement and the
actual figures for 2005/06 will
be available soon.
Housing are currently in
negotiation with the Audit
Commission regarding this
indicator and ways that we
can report it to improve
performance. Outcome to
follow in due course.
The current performance is
below the CPA lower
threshold. As this is a
cumulative PI the actual
performance will not be
firmed up until the end of the
year. The year end figure is
anticipated to be above the
lower threshold.
Service ref
Ref
(1)
H8
ENVIRONMENT
E10
E18
PI title
Lower
threshold
Upper
threshold
(2)
(3)
(4)
BVPI Average re- 54.5 days
34.2 days
212
let times
BVPI
97a
The
condition of
principal
classified
roads
2-year
average
greater than
or equal to
25%
BVPI
Condition of 2-year
2004/05
performance
(5)
(6)
CPA PI
Score
Dec
2005
2005/06 Q3
performance
(7)
Action/comments
(8)
47 days
Mediu
m
59 days
Performance is below lower
threshold at 59 days. The
2005/06 target is 40 days.
Action is in place to improve
against this indicator such as
the improved use of
management reports,
increased use of reality
checks and a review of the
allocations policy.
2-year
average less
than or equal
to 12%
36.86%
Lower
Annual
Condition of roads and
footways being addressed by
Urban Vision through
increased investment
generated by efficiencies and
service improvement.
Improvement required to
reach lower threshold is very
significant and the
improvement needed will take
a number of years.
2-year
38.1
Lower
Annual
Additional investment through
Service ref
Ref
(1)
PI title
Lower
threshold
Upper
threshold
2004/05
performance
(2)
(3)
(4)
(5)
187
footways
average
average less
greater than than or equal
or equal to
to 18%
38%
E22
BVPI
179
The % of
standard
searches
carried out
within 10
days
E6
BVPIs Recycling
82a & and
(6)
CPA PI
Score
Dec
2005
2005/06 Q3
performance
(7)
Action/comments
(8)
Urban Vision should improve
this indicator year on year,
and it is currently on the cusp
of the lower threshold, so we
are hopeful that this will move
into the middle band by next
year.
94%
99.8%
86.63%
Lower
95.79%
Performance improved to
95.79% at 3rd quarter 2005.
(Lower threshold is 94%).
Actions taking place to secure
performance – see
comparator action plan in
SPIN.
Actual
2003/04
Actual
2003/04
12.15%
Mediu
m
17.06 %
Numerous improvements in
kerbside recycling and in
Service ref
Ref
(1)
PI title
(2)
b
Lower
threshold
(3)
(4)
composting
performance
performance less than or
equal to both
individual
2003/04
SPS
(capped at
30%) and
low cut off
point set at
13%
Upper
threshold
(5)
performance
met or
exceeded both
individual
2003/04 SPS
(capped at
30%) and
national 17%
target for the
year. Any
council which
has already
met its
2005/06 SPS
in 2004/05 will
also be
deemed to be
at or above
the upper
threshold.
2004/05
performance
(6)
CPA PI
Score
Dec
2005
(7)
2005/06 Q3
performance
Action/comments
(8)
engaging more citizens in
recycling. 2004/05 recycling
rate (12.15%) increased to
17.17% by November 2005.
(Lower threshold 13%).
Further detail available in
CPA context and information
profile.
Although we achieved midtable performance in the 2005
service assessments, we
await the amended SPS.
Targets to determine where
our performance currently
falls.